Tim VonEschen

Provide functional leadership and support to HEB business and vendors. Serve as the Business Relationship Manager (BRM) to collect and document relevant business process objectives, financial reporting, conduct feasibility study/impact assessment in respect of implementing business requirements. Author and maintains process documentation. Developing and scoping solutions in response to new business opportunities, preparing and reviewing proposals including technical and commercial aspects related to the HVACR asset base.

Driving future commercial sales success while delivering on current expectations for a $400-million-dollar national service and construction organization. Execute strategic sales leadership, forecasting, relationship management, and revenue delivery across all lines of business and channels, including internal sales, account management, and billing staff. Direct and manage market competitiveness, pricing, execution, and multiple channel strategies. Partner with CEO to evaluate and integrate acquisitions into current company business processes and operations.

Oversaw all day-to-day operations while delivering and managing rapid growth. Responsible for leadership, relationship management, business processes, budget management, and increasing sales revenues delivery across all lines of business. Executed annual operating plans, supply procurement, safety.

Command operations and oversee major client accounts within a key $18 million territory that spans Minnesota, North Dakota, and South Dakota with full P&L accountability. Lead team of 41 to achieve sales, operations, project management, construction, and service objectives. Perform strategic planning and sourcing activities to optimize installation and equipment pricing contracts. Ensure compliance with all environmental and safety regulations. • Recognized need to improve revenue and profitability. Assessed marketplace and business metrics, created and implemented business plan that included strengthening key customer account relationship while developing added value initiative with customer within 120 days. Resulted in increasing sales by 30% and margins by 10%. • Identified marketplace opportunity to drive new sales growth. Partnered with national key account to define business requirements, developed business strategy, and worked with cross functional teams to re-engineer operating process to support strategy within 4 months. Executed strategy which resulted in doubling sales volume. Long term strategy drove gross margin improvement and company earned award for Outstanding Customer Service. • Inherited underperforming business unit. Assessed situation, formulated, and implemented operations plan that included training new management team and fostering positive work environment. Within a year company was maintaining profitability and market share. • Start-up of new plant was negatively affecting customer shipments and product quality. Quickly assessed situation, identified problem areas, developed, and implemented operations strategy within a week. Successfully reduced customer shipping delays while improving product quality which resulted in maintaining profit margins. Long term the company was able to secure multiple contract extensions instead of having to bid for new contracts.

Directed strategic sourcing initiatives to procure $100 million+ annually in refrigeration, HVAC electrical, energy management, and capital equipment to fulfill large-scale project objectives in alignment with budgetary and scheduling parameters. Devised cradle-to-grave costing and life cycle cost models to support planning, design, and construction phases of new store locations. Facilitated cross-functional collaborations with engineering and building services teams to assess needs and formulate right-sized solutions. Created request for proposals and e-sourcing packages. Researched new vendors and formed advantageous business relationships. • Tasked with supporting new procurement strategy in order to reduce cost. Partnered with engineering and finance to develop life cycle cost models to factor in all the operational cost drivers and determine NPV using discounted cash flows. Implemented new model which resulted in saving $15 million in total life cycle costs within a year. • Recognized opportunity to reduce purchasing costs for 30 locations. Assumed leadership role, researched, and identified issues and areas of opportunity. Set up partnership with external services group to leverage greater purchasing volume and expanded range of support services within 90 days. Resulted in saving an average of 15% per store on equipment purchases.